Latest "Organizational Performance" Posts
One CEO Spills the Beans
As mentioned in our article “The Shocking Costs of Hiring Mistakes … And The Secrets to Avoiding Them,“ too many hiring decisions are based solely on past experience and current skills without any regard to the real drivers - – mindset and “fit” – – of top performance.
With permission to reprint his article “Hire for Will; Teach the Skill,” Ron Alvesteffer, CEO, SEI Service Express, Inc., shares how his company hires top-performing employees – – his secret to achieving SEI growth goals and cultivating an exceptional organizational culture. Enjoy his wisdom!
(Reprinted with permission from March 27, 2013)
Hire The Will; Teach the Skill
by Ron Alvesteffer
It’s a phrase I often use with leaders at SEI, particularly when they’re recruiting for talent at our organization.
… And The Secrets to Avoiding Them
One costly hiring mistake that I have observed with leaders is the unconscious avoidance, denial and/or toleration of under-performing employees.
Shocking costs of hiring mistakes
More commonly known as the cost of a mis-hire.
According to Tony Hsieh, CEO, Zappos, hiring mistakes have cost his company as much as $100 million! That’s alot of dollars immediately subtracted from the bottomline.
For many companies, that one mistake can make the difference between surviving and thriving, between mediocrity and high performance. Mis-hires and under-performing employees are the #1 profit leak in companies today.
Why Does This Issue Perpetuate Unknowingly in Many Companies?
When was the last time you heard employees taking “ownership” and responsibility for the success and sustainability of the company?
The likelihood is, maybe, 1 in a million.
While I have always been a strong proponent of the concept of employee engagement, few authors rarely go into any specific nuts and bolts about how to achieve it. Not only do I love the fact that this book is based on actual case studies of companies who have achieved a high level of employee engagement.
The authors take engagement to a whole new level — calling it employee entanglement — with a philosophy and system for cultivating employee responsibility, accountability and a leadership mindset that drives exceptional company performance.
Photo Credit: David Niblack
This final part of our accountable leader series addresses my top 10 leadership and culture practices for a strong accountability organization.
Keep in mind that the 6 internal drivers, addressed in parts 1 and parts 2, account for as much as 90% of your performance and results, including accountability. Practices by themselves, can’t drive accountability. They can only reinforce and support a healthy accountability mindset.
From Accountability to High Performance: Top 10 Leadership and Culture Practices To Make That Giant Leap
To build a high performance organization, a strong accountability mindset and practices must be embedded into your company’s DNA.
This past week I have been preparing for a business trip in which I will be working with their leadership team on 4 core areas to drive their compelling future: purpose, vision, identity and culture.
Purpose — different than a company’s mission — is the single most important factor driving intrinsic motivation in companies. When your employees understand and align with THE reason why your business exists … your rallying cause … your contribution to the world that — above all else including salary, bonuses and perks — will catalyze top performance.
One of the best exercises I have seen for uncovering purpose, comes from Daniel Pink’s book, “Drive: The Surprising Truth About What Motivates Us,” called “What’s Your One Sentence?” Watch this 2 minute video from Daniel Pink himself, offering sample “one sentence” purpose statements from grammar school kids to adults.
In this second part of a 3 part article series, you will learn the last 3 critical internal factors that either strengthen or prevent you, as a leader, in developing a strong accountability mindset. Namely, your identity, motivation and attitudinal patterns and emotional state.
Let’s first summarize what you learned in Part 1. Part 1 addressed:
- The top 3 reasons why your leaders are struggling with accountability and under-performing teams
- Why and how your “mindset” drives as much as 90% of your thoughts, feelings, behaviors, communications and, ultimately, results… in all areas of your leadership role, including accountability.
- Are your leaders struggling to get strong performance from your people?
- Are your leaders driving results through their own efforts, not their team?
- Is your company suffering from operational breakdowns, late deliveries, low employee motivation and more?
Today’s most successful companies all have one trait in common. Their high performance organizations are driven by a strong accountability culture. Yet despite many companies’ well-intentioned efforts to create strong accountability, leaders still struggle to make it a reality. Mediocrity, lack of execution and operational breakdowns are hallmarks of poor accountability and an out of control, under-performing organization.
The REAL Truth Why Your Leaders are Struggling with Accountability and Under-performing Teams:
- As a leader, you can’t develop strong results-driven accountability with your team unless you have strong personal accountability with YOURSELF.